ABSTRACT
Many eyebrows were raised in 1997 when an activist environmental group, called the Conservation Law Foundation ( CLF), and the multi-billion dollar US power utility, AES, made a joint bid for the $1.1 billion power-generating capacity of the New England Electric Company. After all, the two organisations were better lmown as adversaries than partners. In proposing to become joint owners of the region's largest power utility, the two had different goals, but they united in action. AES was focused on traditional business expansion, whereas eLF's goal was to shut down the dirtiest electricity-generating plants of the grid. By joining with CLF, AES was demonstrating its commitment to the public policy priority of cleaning up the environment. By joining with AES, CLF was gaining an opportunity to be at the board table to directly affect the policies that generate pollution. Although the partnership was outbid, it was considered a very competitive proposal.
